Transforming the firm for the digital era: An organizational effort towards an E-culture

Abstract

This paper analyses a successful cultural change experience within a large organization, Telefonica Group, a firm with a staff of over 148 000 people and whose volume of customers worldwide overcomes one hundred million, which allows it to maintain a clear leadership position in the Spanish-speaking telecommunications sector. Telefonica has passed from an informatic culture to an informational culture and is currently consolidating an E-culture that will enable it to become a true E-company. With the aim of keeping its leadership position, Telefonica designed Programa Lider.es (Leader Program.es), the main objective of which was the evolution of its business model towards E-business, a transformation that would make it possible to take advantage of the possibilities offered by new technologies and the Internet and create value by participating in businesses related to the digital era. The implementation of this program was not easy. This paper analyses the pillars that underpinned the whole process, the organizational support structure that was created with this purpose and the different stages the process went through. Finally, a summary of the positive points detected, the mistakes made and the lessons learnt is provided at the end of the paper.

Building Responsible Innovation in International Organizations through Intrapreneurship

“…For example, the S-Movement initiative made the organization better understand and connect with its beneficiaries. As described by Nadkarni and Prügl (2020), successful digital transformation involves changes at many levels within the organization, drawing direct parallels with the changes the initiatives in this study made to the organization: the exchange of resources and capabilities (Yeow et al, 2018), aligning with the new competencies; the reconfiguration of processes and structures (Resca et al, 2013), aligning with the new structures developed by initiatives; and adjustments in leadership and culture (Llopis et al, 2004;Singh and Hess, 2017), which our study takes further to include the development of new value streams.…”

Analyzing Trends in Digital Transformation Korean Social Media Data: A Semantic Network Analysis

“…Digital technologies can be seen as key assets for leveraging organizational innovation, considering their disruptive nature and inter-organizational and systemic effects [13]. To achieve successful digital transformation, changes must occur at various levels within an organization, including the exchange of resources and capabilities, adaptation of core businesses, restructuring of processes and structures, and practical implementation of a digital culture [14][15][16][17].…”

Turnover at the Top: The Digital Transformation and Dismissal of Chairman and CEO

“…This can be viewed as a positive environment that is created by digital transformation. Second, digital transformation changes a variety of levels within the organization, such as core business ( Karimi and Walter, 2015 ), resources ( Cha et al, 2015 ; Yeow et al, 2018 ), and culture ( Llopis et al, 2004 ). Digital transformation also causes the leadership of executives to improve ( Hansen and Sia, 2015 ; Singh and Hess, 2017 ).…”

“…To implement a digital transformation, executives must adapt to diverse changes within the organization. These changes include the business model ( Karimi and Walter, 2015 ), the allocation of resources and capabilities ( Cha et al, 2015 ; Yeow et al, 2018 ), the reconfiguration of processes and structures ( Resca et al, 2013 ), and digital culture ( Llopis et al, 2004 ). Leadership alterations ( Hansen and Sia, 2015 ; Singh and Hess, 2017 ) and recruitment of digital talents ( Tong et al, 2021 ) are also given as requirements to the executives.…”